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Over the past 50 years, dark tourism has seen exponential growth in terms of both physical and digital contexts. Dark tourism is primarily a concentration around documented accounts of physical violence, and theorizations centered on dark tourism studies have generally fallen within either behavioral or interpretivist perspectives. Such perspectives are indicative of the continually evolving nature of dark tourism and its receptiveness to new definitions, conceptual frameworks, and theorizations. Taking this into consideration, this chapter seeks to develop and broaden the notion of “dark tourism” within the era of late capitalism by presenting fresh theoretical perspectives stemming from critical criminological frameworks. Specifically, in drawing upon critical notions of violence and the emerging deviant leisure framework, this chapter will aim to instigate fresh academic enquiry into the nature of dark tourism, expand its theoretical underpinnings, and subsequently provide a means in which to examine how banal forms of tourism play an integral part in the proliferation of some of the most serious harms that populate the contemporary neoliberal landscape.

Purpose: This chapter examines the role of corporate social responsibility (CSR) in tourism operations, focusing on its influence on financial performance, social well-being, and environmental sustainability. This chapter aims to fill gaps in the literature by investigating the relationship between CSR dimensions and financial performance in tourism organizations, as well as the social and environmental impacts of integrating CSR principles into tourism operations.

Design/methodology/approach: This chapter employs a comprehensive literature review to explore the historical background of CSR, its conceptual framework, and its application in the tourism industry. It examines the various dimensions of CSR and their potential effects on financial performance, social well-being, and environmental sustainability in tourism operations.

Findings: The findings suggest that CSR initiatives in tourism operations can lead to improved financial performance through factors such as increased sales, cost savings, and enhanced market value. Furthermore, CSR practices contribute to social well-being by creating job opportunities, supporting local communities, and preserving cultural heritage. Additionally, CSR activities promote environmental sustainability by reducing resource consumption, conserving biodiversity, and mitigating the negative impacts of tourism on ecosystems.

Originality/value: This chapter contributes to the literature by providing insights into the relationship between CSR and financial performance in tourism organizations, as well as the social and environmental impacts of CSR integration in the tourism industry. The findings highlight the importance of incorporating CSR principles into tourism operations to promote sustainable development and responsible tourism practices.

This study aims to propose an extended model of the theory of planned behavior (TPB) in the fashion industry. This model helps to identify key enablers for consumers, which will facilitate the adoption of a circular economy (CE). These enablers were identified through extensive literature review.

An online survey was conducted with 362 respondents to test the model in the fashion industry. Convenience sampling was used and the survey was distributed via social media and email. Data analysis was performed using partial least squares and structural equation modeling was used to explore the relationships among the variables.

The findings indicate a positive and significant relationship between consumers’ environmental knowledge and their attitudes toward adopting the CE model. In addition, the results demonstrate that providing consumers with a channel to return used clothing positively influences their attitude. The availability of such a channel significantly impacts consumer attitudes toward CE.

This study contributes three novel elements to the TPB framework: availability, environmental knowledge and monetary benefits. This finding posits that consumers’ attitudes toward CE are significantly influenced by their environmental knowledge. This study also highlighted that attitude acts as a mediator in the relationship between environmental knowledge and intention, as well as between availability and intention.

This article aims to clarify the concepts used to understand, analyze and improve a patient’s progress through a health service system. A patient pathway describes plans and intentions. Within it, we distinguish between the clinical pathway of decisions and interventions and the care pathway of supportive activities. As a patient pathway is implemented, it turns into a patient journey of what is done, what happens to a patient’s medical condition and what is experienced and felt. We introduce “patient journey disruption” (PJD) as a concept describing the events that need to be prevented from happening to accomplish integrated, coordinated and seamless care.

The method used in this paper is concept analysis. First, an expert steering group worked to refine the concept of PJDs; second, an analysis of similar concepts from related fields was done to root the concept into existing theories, and third, semi-structured interviews with professionals and patients were done to test the concept of PJDs in the home care context.

PJDs are agency-based harmful events in the execution of the care pathway that deviate the patient journey from what can be reasonably expected. PJDs are management failures, which is why they should be studied by healthcare operations management (HOM) and service science scholars with the intention to find ways to prevent them from happening.

This study has limitations, including presenting conceptual ideas and preliminary results that are only indicative.

We believe that the introduction of the concept of PJDs into the literature provides a new, systematic way of approaching the different shortcomings in our healthcare production systems. Moreover, by systematically identifying different PJDs, interventions can be designed and targeted more appropriately.

Managerial challenges regarding healthcare processes have been studied but have not been well defined. The concept of PJDs is an original, well-thought-out definition.